The Department of Nursing
Research and Quality Outcomes then
spent the next 3 months meeting
with each CONE team individually
to discuss challenges and successes,
as well as offer support and
resources for improvements being
developed by each team. Early in
this process, we noted that only the
nurse leaders of the CONE teams
were in attendance. We learned from
the leaders that they thought it might
be a meeting to chastise rather than
collaborate. We immediately clarified
the purpose of these individual
team meetings and the remaining
hour-long meetings were spent with
multiple team members examining
their data, discussing potential causes
or contributory factors of decline in
performance, and sharing resources
needed to support change or care
approaches. During these meetings,
we discovered that we needed to add
a new component to the template of
the monthly CONE reports: Managers
and directors were making leadership-
level changes that positively
affected clinical nurses and care outcomes
but weren’t being credited for
their efforts. (See supplemental content
on the Nursing Management app.)